Project Manager

David E. Littell

*** ******* ***** ( Mars, Pennsylvania 16046-4234

407-***-**** (Cell) ( 724-***-**** (Home)

(*************@*****.***

Summary:

A PROJECT MANAGEMENT INSTITUTE CERTIFIED PROFESSIONAL (PMP &

RMP) WITH ADVANCED PROJECT MANAGEMENT EXPERIENCE ORGANIZING,

LEADING, AND MANAGING LARGE SCALE AND COMPLEX ENGINEERING

PROJECTS. EXTENSIVE EXPERIENCE MANAGING PROJECTS RANGING FROM

SMALL POWER GENERATION PROJECTS TO MULTI-BILLION DOLLAR

NUCLEAR POWER PLANT ACQUISITIONS. EXPERTISE IN PLANNING &

SCHEDULING, EARNED VALUE MANAGEMENT, BUDGETING, COST CONTROL,

RISK MANAGEMENT, AND CLAIMS MANAGEMENT TO HELP TEAMS MEET

THEIR GOALS FASTER, MORE EFFICIENTLY, AND WITH HIGHER QUALITY

RESULTS. TOOLS USED FROM BIDDING/INITIAL PLANNING TO FORENSIC

REVIEW OF FINAL RESULTS, WERE PRIMAVERA (P3/P3E/P6), PRIMAVERA

RISK ANALYSIS/PERTMASTER, MICROSOFT PROJECT, ACTIVE RISK

MANAGER (ARM), @RISK, MONTE-CARLO MODELING, DELTEK'S PROJECT

MANAGEMENT SOFTWARE SUITE (ACUMEN FUSE, OPENPLAN, COBRA,

WINSIGHT ANALYTICS, WINSIGHT DASHBOARD AND SERVER) SAP, AND

PRISM TO ENSURE ANY PROJECT COMPLIES THE NEEDED PERFORMANCE

AND REPORTING REQUIREMENTS. THIS INCLUDES COMPANY, STATE, AND

FEDERAL (E.G. SARBANES-OXLEY (SOX)) REGULATIONS. LED THE

DEVELOPMENT, TRAINING, LAUNCHING, AND IMPLEMENTATION OF

SEVERAL EARNED VALUE MANAGEMENT SYSTEMS THAT WERE INCOMPLIANCE

WITH FEDERAL ACQUISITION REGULATIONS (DFARS), G413.3 PROJECT

EARNED VALUE MANAGEMENT SERIES, DCMP'S 14-POINT SCHEDULE

ASSESSMENT, GAO'S 9-POINT SCHEDULE ANALYSIS, AND ANSI/EIA 748

EARNED VALUE MANAGEMENT SYSTEM GUIDELINES.

Experience:

. ESTABLISHED THE DETAILED RISK MANAGEMENT PROCESS ASSOCIATED

WITH THE SCHEDULE, COST, PERFORMANCE AND COMMERCIAL ASPECTS

FOR THE LATEST COMMERCIAL NUCLEAR POWER PLANTS EPC

(ENGINEER, PROCURE & CONSTRUCT) PROJECTS. PREPARED REPORTS

REQUIRED FOR RISK ASSESSMENT, ASSESSED RISK OCCURRENCE

PROBABILITIES ALONG WITH ASSOCIATED MITIGATION

PLANS/ACTIONS. THESE PLANTS WERE VALUED OVER OF $25

BILLION. THIS EFFORT INCLUDED IDENTIFYING AND MITIGATING

BOTH SIMPLE AND COMPLEX PROJECT SCOPE, SCHEDULE AND COST

RISKS UTILIZING PRIMAVERA ENTERPRISE (P6), PRIMAVERA RISK

ANALYSIS/PERTMASTER, ACTIVE RISK MANAGER (ARM), @RISK,

MONTE-CARLO MODELING, AND SAP TO ENSURE EFFECTIVE

MANAGEMENT/REDUCTION OF ANY POTENTIAL SCHEDULE AND/OR COST

IMPACTS. THIS INCLUDED FACILITATING AND LEADING RISK

WORKSHOPS, PROFILES, RESPONSE PLANNING, QUANTITATIVE

ASSESSMENTS AND RECOMMENDING ACTIONS FOR BOTH STAKEHOLDERS

AND TASK OWNERS. SENIOR MANAGEMENT RECOGNIZED MY EFFORT BY

BESTOWING THE "GEORGE WESTINGHOUSE SIGNATURE AWARD OF

EXCELLENCE" AWARD IN 2010 ALONG WITH WESTINGHOUSE'S PM-3

PROJECT MANAGEMENT TRAINING.

. As the initial Project Controls Manager, organized,

interviewed, developed and led the group, which consisted

of 15 professionals located in Canada, Germany and the

United States for Siemens Power Generation's $500 million

per year Combustion Turbine Service Engineering (SPGSE)

function. This highly skilled group pioneered the usage and

integration of Primavera Enterprise (P3e), PertMaster,

Earned Value Management (EVM) and SAP in both the field and

home office environments. Developed and implemented

schedule and cost quality processes along with key

performance indicators (KPIs). This ensured all cost and

schedule baselines and contingencies were quantitatively

developed and reflected for both individual project and

program objectives. This group was responsible for scoping,

planning, scheduling, budgeting, tracking, statusing,

analyzing, and making recommendations for performance

adjustments to all levels of management. This effort began

with initial bidding and lasted through project turn over

to the customer. At any single point in time, over 250

projects addressed current business objectives and ranged

from simple tasks to highly complex multi-supplier tasks.

The software tools ensured the proper project control/

product line profitability along with providing the

necessary analysis, on time billings, and detailed

reporting for both customers and internal stakeholders.

. Manager of SPGSE's Quality Assurance activities that

effectively managed Siemens Internal Control System (ICS),

Nine Mandatory Elements (NME), "Top Plus", and ISO 9001

programs/initiatives. This effort required the planning

and execution of several audits and the implementation of

the corresponding improvement programs along with

communicating the results to the proper stakeholders.

. Manager of Business Processes, Procedures, and Improvement

Initiatives, including improvements that covered all major

corporate strategic initiatives/activities that were

utilized in driving compliance with Sarbanes Oxley (SOx)

regulations for the Siemens Power Generation's Service

Engineering Group.

. Co-developed the "Combustion Turbine (CT) Outage War Room"

concept that led to the successful execution of 250 CT

maintenance projects during the 2006 "CT Outage"

(maintenance) season. Under my directions, eight

professionals, ensured that each project's work scope,

schedule, budget and staffing needs were properly

developed, executed, statused daily and properly closed-

out. In addition, this group quickly identified and

reported to senior management any potential business for

immediate follow-up action.

. Led both the field construction and the home office effort

for developing and implementing the project controls system

utilizing Primavera Project Planner to negotiate, design,

procure, construct, and start-up (EPC) $500 million of

fixed priced municipal solid waste and wood burning power

plants. This entailed identifying and obtaining all

necessary information from Architect Engineers (A/E),

Constructors, and in-house engineering and procurement

resources in order to establish and manage a single,

integrated project baseline plan. I actively participated

in the successful litigation of $75 million worth any

potential business opportunities were of claims against

these projects by collecting, organizing, and analyzing the

necessary project performance data requested by outside

legal counsel. Presented the results to the general manager

and his staff.

. Initiated and launched several business process projects

that improved the efficiency, accuracy, and timeliness of

data for both individual CT projects and CT product lines

that interfaced in "real time" with SAP in order to support

business growth from $4.5 billion to $10 billion without

the need of any additional personnel.

. Led the development, training, launching, implementation,

maintenance and closeout of an earned value management

system (EVMS) that was incompliance with Federal

Acquisition Regulations (DFARS), DOE's G413.3 Project

Management Series, DCMP 14 Point Schedule Assessment, GAO 9

Point Schedule Analysis and ANSI/EIA 748 EVMS. These

guidelines were utilized on DOE's Superconducting Super

Collider, Waste Isolation Pilot Project (WIPP, Nuclear),

Monitored Retrieval Storage (MRS, Nuclear), and West Valley

Nuclear Fuel Reprocessing Facility Clean-up Demonstration

projects along with selected nuclear and fossil fuel power

plant builds. This effort encompassed work breakdown

structures, schedule, cost, risk, and resource baselines,

project reporting analysis, work around/mitigation

strategies and recommendations using either Primavera,

OpenPlan, COBRA, PRISM or SAP. The

programs/projects/product lines ranged in value between

$500 million and $24 billion.

. Assisted BAE's Land and Armaments Systems Group in meeting

the US Department of Defense's (DOD) 21st century Earned

Value Management System (EVMS) requirements and ANSI/EIA

748 guidelines. This included successfully establishing and

implementing, a new robust EVMS process and the rolling out

new supporting computer tools. In addition, established a

new comprehensive EVMS training plan and EVMS data auditing

process. This requirement was central to the US Army's $620

million Paladin Integrated Management Program (LRIP).

. Facilitated the "how, who, what, why, and when" in Planning

and Scheduling any size project. This ranged from

identifying, understanding, and managing relationships

utilized in classical Critical Path Method (CPM) forms of

scheduling, to Monte-Carlo modeling needed for both

schedule risk assessments and schedule contingencies. In

addition, the "schedule quality" via quantitatively

measures, schedule resource roles, the use/misuse of

schedule metrics, and "Lean Six Sigma" techniques provide

valuable insight to project costs and success knowing time

is money.

Project and Program Management Solutions (PPMS)

Senior Earned Value Management System Consultant

2014 to Present

Project Controls/Risk Management Consultant

Principal Risk Assessment Project Engineer

2012 to 2014

Westinghouse Electric Company

Principal Risk Assessment Project Engineer (Technical Group

Leader) - Nuclear Plant Projects 2007 to 2012

Siemens Westinghouse Power Corporation

Manager, Quality Assurance & Project Controls Support -

Service Eng. & Operational Support 2001 to 2006

Principal Project Controls Engineer (Technical Group Leader)

- Plant Technology 1999 to 2000

Design Integration Acting Manager - Plant Technology

1998 to 1999

Westinghouse Electric Corporation

Senior Project Controls Engineer - Generation Systems

Division 1995 to 1998

Senior Project Engineer - Magnet Systems Division

1992 to 1995

Awards and certifications:

PMP (PROJECT MANAGEMENT PROFESSIONAL) CERTIFICATION, PROJECT

MANAGEMENT INSTITUTE

RMP (Risk Management Professional) Certification, Project

Management Institute

2010 George Westinghouse Signature Award of Excellence

PM3 Project Manager (Project Management @ Siemens)

Six Sigma "Green Belt" -Partially Trained

Education:

BA - BUSINESS ADMINISTRATION

BALDWIN-WALLACE COLLEGE, BEREA, OHIO

BS - Mechanical Engineering (75% of requirements completed)

University of Pittsburgh, Pittsburgh, Pennsylvania

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